Nestlé -International Managerial Decision Making
Creating Shared Value is a principle for doing business founded on the conviction that shareholder interests and the interests of society must be aligned in order to achieve long-term business success. Creating Shared Value which is integrally linked to our core business strategies and operations means going beyond sustainability, to create value for shareholders and society. which distinguish Nestlé from other companies:
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Figure 1
Source: Nestlé (2008)Management Report 2008 Available at http://www.nestle.com/AllAbout/AllAboutNestle.htm (Accessed 2 Dec 2009)
Nestlé, we are committed to a way of doing business which we call “Creating Shared
Value”. The cornerstone belief is that the only way for business to create long-term value for its shareholders is by also creating value for those societies in which it operates. You will come across creating shared value again and again over the next few pages. Some might describe it as an approach to corporate social responsibility. We describe it as an approach to doing business.
Nestlé conducts its business according to the Nestlé Corporate Business Principles and the Nestlé Code of Business Conduct.
CARE (Compliance Assessment of Human Resources, Safety & Health, Environment and Business Integrity) is Nestlé’s audit programme to verify that our operations comply with the Corporate Business Principles.
Our priority is to excel in four core competences. Innovation & renovation drives nutrition, health and wellness and places our brands ahead of the competition. Operational efficiency creates gaps with our competitors through our focus on excellence in operational performance. Whenever, wherever, however ensures our products are always available, whilst Consumer communication keeps consumers abreast of the innovation and renovation and builds our brands’ reputations. But Consumer communication is two-way: it also informs our innovation and renovation
while respecting local tastes, habits and cultures.
[pic]
Figure 1
Source: Nestlé (2008)Management Report 2008 Available at http://www.nestle.com/AllAbout/AllAboutNestle.htm (Accessed 2 Dec 2009)
Nestlé, we are committed to a way of doing business which we call “Creating Shared
Value”. The cornerstone belief is that the only way for business to create long-term value for its shareholders is by also creating value for those societies in which it operates. You will come across creating shared value again and again over the next few pages. Some might describe it as an approach to corporate social responsibility. We describe it as an approach to doing business.
Nestlé conducts its business according to the Nestlé Corporate Business Principles and the Nestlé Code of Business Conduct.
CARE (Compliance Assessment of Human Resources, Safety & Health, Environment and Business Integrity) is Nestlé’s audit programme to verify that our operations comply with the Corporate Business Principles.
Our priority is to excel in four core competences. Innovation & renovation drives nutrition, health and wellness and places our brands ahead of the competition. Operational efficiency creates gaps with our competitors through our focus on excellence in operational performance. Whenever, wherever, however ensures our products are always available, whilst Consumer communication keeps consumers abreast of the innovation and renovation and builds our brands’ reputations. But Consumer communication is two-way: it also informs our innovation and renovation
while respecting local tastes, habits and cultures.
References: Ferriman, Annabel. 1999. "Advertising Standards Authority finds against Nestlé". BMJ: 318:417. [Online] Available at: http://www.bmj.com/cgi/content/full/318/7181/417/a [Accessed 27 December 2009]. Kotter, J., Schlesinger, L., 1992. Developing options for change. Business Review, pp. 24-29. Leuser, D., Washburn, J. 2007. Management, ethics, information systems, and marketing, Vol. 1. Pearce, J., Robinson, R. 2005. Strategic Management. 9th Edition, New York: McGraw-Hill. Sethi, S., Prakash, 1994. Multinational Corporations and the Impact of Public Advocacy on Corporate Strategy: Nestle and the Infant Formula Controversy. Journal of International Business Studies 25 (3): 658–66. 1) Corporate strategy / Richard Lynch - 4. ed.. - Harlow : Prentice Hall , 2006. + mell. CD : ill., színes ; 27 cm ( Acquisitions: 466 p